The case was written by PhD Fellow Irene Christensen from the Department of Operations Management at Copenhagen Business School.
The case is intended to be used as a basis for class discussion rather than to illustrate either the effective or ineffective handling of a
management situation.
.
The case is developed based on a real company, but the name of the company is disguised.
SUSTAINABLE INDUSTRIAL
PRODUCTION:
A CASE OF A RECYCLING CENTER CORPORATION
315-051-1
Distributed by The Case Centre North America Rest of the world
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This case has been made available as part of the CBS free case collection www.thecasecentre.org/cbsfreecases
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1
Waste is what is left when we run out of fantasy.
– Anonymous
INTRODUCTION
The snow was piling up quickly on the windshield of Eric’s Tesla S and he shuddered slightly. He
was stepping into his second year as the CEO of Recycling Center Corp (RCC). He had been
headhunted by the parent company — Recycle Center (RC) Ltd. — to take on the CEO role, which
required him to leave his position as COO of a successful multinational logistics organization. Eric
had an impressive resume: more than 20 years of experience, numerous previous assignments in
which he worked in the EMENA
1
region and fluency in five languages.
Prior to Eric’s entry into RCC, RC Ltd.’s Board of Directors had raised serious concerns about the
increasing deficits and had held Frank – the previous CEO – fully responsible for the company’s poor
performance. In 2013, the Board had consequently replaced him with Eric under a generous three-
year contract with a two year extension option. Eric was charged with ensuring a strategic turnaround.
Exhibit A – Key financial figures (in thousands USD)
2
FY2014 FY2013 FY2012 FY2011 FY2010
Revenue 284,549 395,695 284,629 374,088 210,320
EBIT -15,119 -9,381 22,032 9,072 -46,551
Financial items -2,281 -3,091 -3,839 -1,902 -6,803
Profits -17,400 -12,472 18,193 7,170 -53,354
According to the company’s announcement, the EBIT decreased in FY2013 and FY2014 due to lower
earnings from metal recycling sales, which were affected by .
Managing Assets for Maximum Performance and ValueEMC
This Ovum paper explains the importance of managing physical assets throughout its lifecycle, describes benefits seen by companies adopting asset lifecycle information management (ALIM), and provides recommendations to achieve optimal results.
TransDigm GROUP INC. FINANCIAL ANALYSIS1Financial Ac.docxedwardmarivel
TransDigm GROUP INC. FINANCIAL ANALYSIS 1
Financial Accouting Project
Esther Tejada
Rasmussen College
Author Note
This paper is being submitted on October 19, 2014, for Esther Tejada
A141/ACG1033 Section 07 Financial Accounting II - 2014 Fall Quarter
TransDigm Group (NYSE: TDG)
Company Profile and Leadership
Formed in 2003, when Warburg Pincus acquired TransDigm Inc. – a company established in 1993, TransDigm Group Inc. is a global leader in the production of aerospace components, systems and sub-systems.
The members of the Board of Directors of TransDigm Group,(NYSE: TDG), are: W. Nicholas Howley – Chief Executive Officer and Chairman of the Board of Directors, William Dries – Retired Senior Vice President and Chief Financial Officer at EnPro Industries, Merv Dunn – Chief Executive Officer of Commercial Vehicle Group, Michael Graff – Managing Director of Warburg Pincus LLC and a General Partner of Warburg Pincus & Co., Sean P. Hennessy – Senior Vice President, Finance and Chief Financial Officer, The Sherwin- Williams Company, Douglas W. Peacock – Past Chairman of the Board of Directors and Chief Executive Officer of TransDigm Inc., Robert J. Small – Managing Director of Berkshire Partners LLC and John Staer – Chief Executive Officer of Satair A/S. The key members of the Management of the firm are: W. Nicholas Howley – Chief Executive Officer and Chairman of the Board of Directors, Raymond F. Laubenthal – President and Chief Operating Officer, Gregory Rufus – Executive Vice President, Chief Financial Officer and Secretary, Robert S. Henderson – Executive Vice President, Bernt G. Iversen, II – Executive Vice President in-charge of Business Development and Mergers & Acquisitions.
Products / Services, Major Customers, Major Suppliers
TransDigm Group Inc.’s major products are commercial and military aircraft components in three major segments of: Airframe, Power and Control, and Non-Aviation. These include: include mechanical/electro-mechanical actuators and controls, ignition systems and engine technology, specialized pumps and valves, power conditioning devices, specialized AC/DC electric motors and generators, NiCad batteries and chargers, engineered latching and locking devices, rods and locking devices, engineered connectors and elastomers, cockpit security components and systems, specialized cockpit displays, aircraft audio systems, specialized lavatory components, seatbelts and safety restraints, engineered interior surfaces and lighting and control technology. Most of TransDigm Group revenue is from after-market sales realized throughout the useful life of aircrafts – mostly a period of 30 years. The major suppliers of the firm’s inputs are leading providers of engineered industrial products like The Sherwin- Williams Company and EnPro Industries. The major customers include the leading aircraft manufacturing firms such as Boeing, as well as the U.S. Military.
Historical Stock Price
TDG’s annual stock p ...
Managing Assets for Maximum Performance and ValueEMC
This Ovum paper explains the importance of managing physical assets throughout its lifecycle, describes benefits seen by companies adopting asset lifecycle information management (ALIM), and provides recommendations to achieve optimal results.
TransDigm GROUP INC. FINANCIAL ANALYSIS1Financial Ac.docxedwardmarivel
TransDigm GROUP INC. FINANCIAL ANALYSIS 1
Financial Accouting Project
Esther Tejada
Rasmussen College
Author Note
This paper is being submitted on October 19, 2014, for Esther Tejada
A141/ACG1033 Section 07 Financial Accounting II - 2014 Fall Quarter
TransDigm Group (NYSE: TDG)
Company Profile and Leadership
Formed in 2003, when Warburg Pincus acquired TransDigm Inc. – a company established in 1993, TransDigm Group Inc. is a global leader in the production of aerospace components, systems and sub-systems.
The members of the Board of Directors of TransDigm Group,(NYSE: TDG), are: W. Nicholas Howley – Chief Executive Officer and Chairman of the Board of Directors, William Dries – Retired Senior Vice President and Chief Financial Officer at EnPro Industries, Merv Dunn – Chief Executive Officer of Commercial Vehicle Group, Michael Graff – Managing Director of Warburg Pincus LLC and a General Partner of Warburg Pincus & Co., Sean P. Hennessy – Senior Vice President, Finance and Chief Financial Officer, The Sherwin- Williams Company, Douglas W. Peacock – Past Chairman of the Board of Directors and Chief Executive Officer of TransDigm Inc., Robert J. Small – Managing Director of Berkshire Partners LLC and John Staer – Chief Executive Officer of Satair A/S. The key members of the Management of the firm are: W. Nicholas Howley – Chief Executive Officer and Chairman of the Board of Directors, Raymond F. Laubenthal – President and Chief Operating Officer, Gregory Rufus – Executive Vice President, Chief Financial Officer and Secretary, Robert S. Henderson – Executive Vice President, Bernt G. Iversen, II – Executive Vice President in-charge of Business Development and Mergers & Acquisitions.
Products / Services, Major Customers, Major Suppliers
TransDigm Group Inc.’s major products are commercial and military aircraft components in three major segments of: Airframe, Power and Control, and Non-Aviation. These include: include mechanical/electro-mechanical actuators and controls, ignition systems and engine technology, specialized pumps and valves, power conditioning devices, specialized AC/DC electric motors and generators, NiCad batteries and chargers, engineered latching and locking devices, rods and locking devices, engineered connectors and elastomers, cockpit security components and systems, specialized cockpit displays, aircraft audio systems, specialized lavatory components, seatbelts and safety restraints, engineered interior surfaces and lighting and control technology. Most of TransDigm Group revenue is from after-market sales realized throughout the useful life of aircrafts – mostly a period of 30 years. The major suppliers of the firm’s inputs are leading providers of engineered industrial products like The Sherwin- Williams Company and EnPro Industries. The major customers include the leading aircraft manufacturing firms such as Boeing, as well as the U.S. Military.
Historical Stock Price
TDG’s annual stock p ...
Customer satisfaction improves not because goods are more reliable and have fewer defects but because the entire process that the customer experiences from start to finish, from the sales office all the way through delivery and post-sale servicing and technical support, is improved.
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Week 2 ‐ LA 2 ‐ Alioune Diaw
Alioune Diaw posted Jan 19, 2018 5:16 AM Subscribe
Learning Ac�vity 2:
The cargo shipping industry is a major factor behind globaliza�on (Geersbro, J., & Ri�er, T., 2014, Journal of
Business Market Management). Evalua�ng only the compe��ve external forces could bring the assump�on
that the amount of profit poten�al to the industry is fixed which limits considera�on to the general
environment and its opportuni�es. Elements of the general environment can be organized into factors
using the PESTEL analysis. This tool will assist in iden�fying how those factors influence an industry and the
companies within it. (Chapter 3, Evalua�ng the External Environment p. 78, The Saylor Founda�on).
The PESTEL analysis studies the:
Poli�cal environment of the firm and the industry. How does the government influence the evolu�on
and regula�ons of the business
Economical, condi�ons within which organiza�ons operate
Social factors inflic�ng changes to the business strategies and cultural trends.
Technological improvement that might affect industry or organiza�on’s ac�vity and profits
Environmental changes or physical condi�ons that directly affect organiza�on’s opera�ons
Legal enforcements, regula�ons that influence organiza�on’s ac�vity.
Changes in the business environment can create opportuni�es or threats for organiza�on. Studying the
environment shapes strategic decision that execu�ves make to a�empt to lead the organiza�on to success.
(Chapter 3, Evalua�ng the External Environment p.75, The Saylor Founda�on), (PEST Analysis,
MindTools.com)
Reference:
Geersbro, J., & Ri�er, T., 2014, Journal of Business Market Management, Vol. 7 Issue 1, p301‐305. 5p.,
ISSN: 1864‐0753, Accession Number: 95498326, Database: Business Source Complete NAICS/Industry
Codes: 327213 Glass Container Manufacturing.
Chapter 3, Evalua�ng the External Environment p. 78, The Saylor Founda�on
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Week 2 ‐ LA 1 ‐ Alioune Diaw
Alioune Diaw posted Jan 19, 2018 5:15 AM Subscribe
Interna�onal container shipping industry headquartered in Europe – CMA CGM
Background of CMA CGM Group
TEU (twenty‐foot equivalent unit): 1,799,291
HQ: Marseille, France
Founded: 1978
Revenue: $15.7 Billion (USD)
Employees: 22,000
CMA CGM Group is the world’s third largest shipping company. They have a fleet of 471 vessels that call at
420 ports in 160 countries. In total they have 765 offices around the globe. ...
“Achieving Mine to Market Throughput” – Iluka South West Operations – Case...Robert Bolton
A case study in how to connect people and processes to deliver product and customer value, plus material and information flow.
A holistic approach to improving flow in a complex mineral sand operation - Iluka South West Operations
Robert is pioneer of the ToC approach in mining, oil and gas, capital infrastructure and financial markets. He has developed and implemented the Theory of Constraints (TOC) concepts in mining and resources capital planning and business execution business systems.
This case study is the turnaround story at the Iluka South West operations in Capel WA. This operation is large and complex operation with 4 separate mining operations feeding a large process plant with many dependent process and common resources.
The Throughput Focused Mining (TFM) approach improved the planning and execution processes to improve the product flow and operation performance. This turnaround was rapid. This operation achieved record production rates. Operational revenue increased significantly.
The additional operating capacity released due to the “Mine to Market” initiative, led to the stopping of a significant capital project. This capital project was to increase operating capacity.
The Theory of Constraints (ToC) concepts, simulations models and education tools, were key element s of this business system solution. Short-term planning and new scheduling methods was an element of this “Mine to Market” approach. This combined with collaboration in the form of weekly meeting, scheduling tools, common terminology and various discussion groups across the business teams, enabled the business transformation to be rapid and sustaining.
The Management of Critical Spares in the Electric & Gas Utility IndustryScottMadden, Inc.
The subject of “How to Manage Critical Spares” has been of interest to members of the ScottMadden-led Utility Materials Management Benchmarking Consortium for several years. However, no common, industry-wide accepted definition of “Critical Spares” exists at this time. This report provides a sample of the results of a survey conducted by ScottMadden, Inc., regarding the management of Critical Spares by electric & gas utilities in North America.
How data, automation and open collaboration are
changing organisational structures. In this issue we look at asset management: the concept of using foresight, insight and strategic thinking to avoid disruption or damage to productivity and routine.
Delivering Reliable and Affordable Wind O&M TechnologyWind Energy Update
Delivering technology that will increase reliability and lower costs is fundamental. So we asked 3 technology experts at Broadwind Energy, Romax Technology and Moventas to provide exclusive insight on Delivering Reliable and Affordable Wind O&M Technology
They discuss the effects of the changing O&M market, how they are innovating to drive down costs and which new technologies will change the way we monitor our assets, optimize performance and increase reliability.
The function of management should focus on getting people to work towards and...Saif al-din ali
The function of management should focus on getting people to work towards and achieve organizational goals and objectives. in short, management's primary purpose should be to increase
The case presented is a philosophy of practice, by Ulf Donner, leade.docxmamanda2
The case presented is a philosophy of practice, by Ulf Donner, leader of the Foundation Home at the psychiatric nursing home in Finland that for 15 years has based its practice on Eriksson’s caritative theory of caring.
Even at an early stage in our serving in caring science, we caregivers recognized ourselves in the caring science theory, which stresses the healing force of love and compassion in the form of tending, playing, and learning in faith, hope, and charity. The caritative culture is made visible with the help of rituals, symbols, and traditions, for instance, with the stone that burns with the light of the Trinity and the daily common time for spiritual reflection. In every meeting with the suffering human being, the attributes of love and charity are striven for, and the day involves discussions of reconciliation, forgiveness, and how we as caregivers can tend by nourishing and cleansing on the level of becoming, being, and doing. In the struggle in love and compassion to reach a fellow human being who, because of suffering, has withdrawn from the communion to find common horizons, the sacrifice of the caregiver is constantly available.
We work with people who often have the feeling that they do not deserve the love they encounter and who, in various ways, try to convince us caregivers of this. We experience patients’ disappointment in their destructive acts, and we constantly have to remember that it may be broken promises that produce such dynamics. Sometimes, it may be difficult to recognize that suffering expressed in this way in an abstract sense seeks an embrace that does not give way but is strong enough to give shelter to this suffering, in a way that makes a becoming movement possible. In recognizing what is bad and what is difficult, horizons in the field of force are expanded, and the possibility of bringing in a ray of light and hope is opened.
As caregivers, we constantly ask ourselves whether the words, the language we use, bring promise, and how we can create linguistic footholds in the void by means of images and symbols. In our effort to nourish and cleanse, that which constitutes the basic movement of tending, we often recognize the importance of teaching the patient to be able to mourn disappointments and affirm the possibilities of forgiveness in the movement of reconciliation.
We also try to bring about the open invitation to the suffering human being to join a communion with the help of myths, legends, and tales concerned with human questions about evil versus good and about eternity and infinity. Reading aloud with common reflective periods often provides us caregivers a possibility of getting closer to patients without getting too close, and opens the door for the suffering the patient bears.
In the act of caring, we strive for openness with regard to the patient’s face and a confirmative attitude that responds to the appeal that we can recognize that the patient directs to us. When we as caregivers re.
The Case of Will Smithers To Exhume or not Exhume, that is the .docxmamanda2
The Case of Will Smithers: To Exhume or not Exhume, that is the Question
A surprising amount of information can be gleaned about an individual just from one’s tissues. In this case, you have been assigned to shadow histopathologist Dr. Jonas Riehm as he attempts to identify the cause of death of 42-year-old Will Smithers. Mr. Smithers’s body was discovered sitting in his car near an alley several miles from his home. There was no obvious cause of death, necessitating an autopsy to determine if the death was from natural causes or foul play. However, due to a clerical error, the decedent’s body was released and interred before a proper autopsy could be performed, and an official cause of death was not established.
Fortunately, several tissue samples were taken before the interment and remain available for examination. Mr. Smithers’s family does not wish to have his body exhumed, so local law enforcement professionals have asked Dr. Riehm to examine the tissue samples in the hopes of determining his cause of death and whether or not an exhumation is needed. The following sections have been taken from the official report that Dr. Riehm sent to the local coroner’s office. You are to report to Dr. Riehm’s office with your anatomy and physiology textbook. He expects students to answer questions related to the work that he does in his histopathology laboratory.
Dr. Riehm enjoys teaching, and has a collection of microscope slides that he uses to introduce students to the fascinating universe of histology. He starts with the following definition: histology is the study of the normal structure of tissues. Although Dr. Riehm is an expert in the study of the diseases and abnormalities of tissues, histopathology, he is a firm believer that you must be able to recognize normal tissue before you can understand diseased tissue. He has set up four microscope stations for students to get familiar with how the microscopes function and to view slides of normal tissues.
Each station has a microscope with a slide of one of the four primary tissue types. (a) Define tissue and organ, and then describe how each fits into the levels of body organization. (b) Describe what you would expect to observe on the epithelial tissue slide. What are the general functions of this tissue? (c) Describe what you would expect to see on the connective tissue slide. What are the general functions of this tissue? (d) Describe what you would expect to see on the muscle tissue slide. What are the general functions of this tissue? (e) Describe what you would expect to observe on the nervous tissue slide. What are the general functions of this tissue?
Satisfied that you are properly introduced to the concepts of normal tissue, Dr. Riehm begins to fill you in on the details of Mr. Smithers’s case, whose tissue samples have coincidentally arrived just in time for your shadowing visit. The first set of slides included an epithelium sample taken from Mr. Smithers’s forehead. The slide w.
The Case of SamSam is a 62-year-old, widowed, African American male..docxmamanda2
The Case of SamSam is a 62-year-old, widowed, African American male. He is unemployed, receives Social Security benefits, and lives on his own in an apartment. Sam has minimal peer relationships, choosing not to socialize with anyone except his daughter, with whom he is very close. Sam raised his daughter as a single father after his wife passed away. Melissa is 28 years old and works as an emergency medical technician (EMT). When Sam was 7years old, he was placed in foster care and has had very limited contact with his extended family. Prior to September 11, 2001, Sam had a steady employment history in food services and retail.He hadno psychiatric history before that time. Sam reportedhis religious background is Catholic, but he is not affiliatedwith a congregation or church. Sam became depressed and psychotic sometimeafter 9/11 and had to be taken to an emergency room. He was hospitalized at that time for several weeks. His mental status exam (MSE)and diagnostic interview showed no history of alcohol or substance abuse issues,and he had no criminal background or current legal issues. Sam was released to outpatient care but was deemed unable to return to work. At that time,he had a diagnosis of major depression with psychotic features; he alsohas a history of high blood pressure and migraines. After several additional multiple psychiatric hospitalizations, he was gradually stabilized. Sam has been seeing a psychiatrist once a month for over a decade for medication management and is currently prescribedDepakote®, Abilify, and Wellbutrin®. Sam has a positive history of medication and treatment compliance. He wastreated by a social worker at an outpatient program for about 2years after his hospitalizations for his psychosis and depression. He gradually stopped attending sessions with the social worker after his symptoms stabilized, and his termination from the outpatient program was deemed appropriate; he continued to see the psychiatrist monthly for medication management.After about 10years of seeing only the psychiatrist, Sam scheduled a meeting with this social worker for increased feelings of depression. These feelings were broughton after his daughter moved out of the apartment they had shared for many years to live with her boyfriend. He reported difficulty adjusting to living alone and said he often feels lonely and anxious. He reported during sessions with his social worker that he speaks to his daughter frequently, and although she only lives 10blocks away, he misses her terribly.Our sessions for the last 3months have focused on his mixed feelings around his daughter’s new life with her boyfriend. He said he is happy that she is happy but misses her very much. I emphasized his strengths and helped him reframe his situation by focusing on the positive changes in her life as well as his own life. Our goals were to help him reduce his symptoms of anxiety and begin searching for new opportunities for socialization outside of his daughter.
.
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docxmamanda2
The Case of Sam Sam is a 62-year-old, widowed, African American male. He is unemployed, receives Social Security benefits, and lives on his own in an apartment. Sam has minimal peer relationships, choosing not to socialize with anyone except his daughter, with whom he is very close. Sam raised his daughter as a single father after his wife passed away. Melissa is 28 years old and works as an emergency medical technician (EMT). When Sam was 7 years old, he was placed in foster care and has had very limited contact with his extended family. Prior to September 11, 2001, Sam had a steady employment history in food services and retail. He had no psychiatric history before that time. Sam reported his religious background is Catholic, but he is not affiliated with a congregation or church. Sam became depressed and psychotic sometime after 9/11 and had to be taken to an emergency room. He was hospitalized at that time for several weeks. His mental status exam (MSE) and diagnostic interview showed no history of alcohol or substance abuse issues, and he had no criminal background or current legal issues. Sam was released to outpatient care but was deemed unable to return to work. At that time, he had a diagnosis of major depression with psychotic features; he also has a history of high blood pressure and migraines. After several additional multiple psychiatric hospitalizations, he was gradually stabilized. Sam has been seeing a psychiatrist once a month for over a decade for medication management and is currently prescribed Depakote®, Abilify, and Wellbutrin®. Sam has a positive history of medication and treatment compliance. He was treated by a social worker at an outpatient program for about 2 years after his hospitalizations for his psychosis and depression. He gradually stopped attending sessions with the social worker after his symptoms stabilized, and his termination from the outpatient program was deemed appropriate; he continued to see the psychiatrist monthly for medication management. After about 10 years of seeing only the psychiatrist, Sam scheduled a meeting with this social worker for increased feelings of depression. These feelings were brought on after his daughter moved out of the apartment they had shared for many years to live with her boyfriend. He reported difficulty adjusting to living alone and said he often feels lonely and anxious. He reported during sessions with his social worker that he speaks to his daughter frequently, and although she only lives 10 blocks away, he misses her terribly. Our sessions for the last 3 months have focused on his mixed feelings around his daughter’s new life with her boyfriend. He said he is happy that she is happy but misses her very much. I emphasized his strengths and helped him reframe his situation by focusing on the positive changes in her life as well as his own life. Our goals were to help him reduce his symptoms of anxiety and begin searching for new opportunities for socialization outsi.
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Similar to The case was written by PhD Fellow Irene Christensen from .docx
Customer satisfaction improves not because goods are more reliable and have fewer defects but because the entire process that the customer experiences from start to finish, from the sales office all the way through delivery and post-sale servicing and technical support, is improved.
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Week 2 ‐ LA 2 ‐ Alioune Diaw
Alioune Diaw posted Jan 19, 2018 5:16 AM Subscribe
Learning Ac�vity 2:
The cargo shipping industry is a major factor behind globaliza�on (Geersbro, J., & Ri�er, T., 2014, Journal of
Business Market Management). Evalua�ng only the compe��ve external forces could bring the assump�on
that the amount of profit poten�al to the industry is fixed which limits considera�on to the general
environment and its opportuni�es. Elements of the general environment can be organized into factors
using the PESTEL analysis. This tool will assist in iden�fying how those factors influence an industry and the
companies within it. (Chapter 3, Evalua�ng the External Environment p. 78, The Saylor Founda�on).
The PESTEL analysis studies the:
Poli�cal environment of the firm and the industry. How does the government influence the evolu�on
and regula�ons of the business
Economical, condi�ons within which organiza�ons operate
Social factors inflic�ng changes to the business strategies and cultural trends.
Technological improvement that might affect industry or organiza�on’s ac�vity and profits
Environmental changes or physical condi�ons that directly affect organiza�on’s opera�ons
Legal enforcements, regula�ons that influence organiza�on’s ac�vity.
Changes in the business environment can create opportuni�es or threats for organiza�on. Studying the
environment shapes strategic decision that execu�ves make to a�empt to lead the organiza�on to success.
(Chapter 3, Evalua�ng the External Environment p.75, The Saylor Founda�on), (PEST Analysis,
MindTools.com)
Reference:
Geersbro, J., & Ri�er, T., 2014, Journal of Business Market Management, Vol. 7 Issue 1, p301‐305. 5p.,
ISSN: 1864‐0753, Accession Number: 95498326, Database: Business Source Complete NAICS/Industry
Codes: 327213 Glass Container Manufacturing.
Chapter 3, Evalua�ng the External Environment p. 78, The Saylor Founda�on
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Week 2 ‐ LA 1 ‐ Alioune Diaw
Alioune Diaw posted Jan 19, 2018 5:15 AM Subscribe
Interna�onal container shipping industry headquartered in Europe – CMA CGM
Background of CMA CGM Group
TEU (twenty‐foot equivalent unit): 1,799,291
HQ: Marseille, France
Founded: 1978
Revenue: $15.7 Billion (USD)
Employees: 22,000
CMA CGM Group is the world’s third largest shipping company. They have a fleet of 471 vessels that call at
420 ports in 160 countries. In total they have 765 offices around the globe. ...
“Achieving Mine to Market Throughput” – Iluka South West Operations – Case...Robert Bolton
A case study in how to connect people and processes to deliver product and customer value, plus material and information flow.
A holistic approach to improving flow in a complex mineral sand operation - Iluka South West Operations
Robert is pioneer of the ToC approach in mining, oil and gas, capital infrastructure and financial markets. He has developed and implemented the Theory of Constraints (TOC) concepts in mining and resources capital planning and business execution business systems.
This case study is the turnaround story at the Iluka South West operations in Capel WA. This operation is large and complex operation with 4 separate mining operations feeding a large process plant with many dependent process and common resources.
The Throughput Focused Mining (TFM) approach improved the planning and execution processes to improve the product flow and operation performance. This turnaround was rapid. This operation achieved record production rates. Operational revenue increased significantly.
The additional operating capacity released due to the “Mine to Market” initiative, led to the stopping of a significant capital project. This capital project was to increase operating capacity.
The Theory of Constraints (ToC) concepts, simulations models and education tools, were key element s of this business system solution. Short-term planning and new scheduling methods was an element of this “Mine to Market” approach. This combined with collaboration in the form of weekly meeting, scheduling tools, common terminology and various discussion groups across the business teams, enabled the business transformation to be rapid and sustaining.
The Management of Critical Spares in the Electric & Gas Utility IndustryScottMadden, Inc.
The subject of “How to Manage Critical Spares” has been of interest to members of the ScottMadden-led Utility Materials Management Benchmarking Consortium for several years. However, no common, industry-wide accepted definition of “Critical Spares” exists at this time. This report provides a sample of the results of a survey conducted by ScottMadden, Inc., regarding the management of Critical Spares by electric & gas utilities in North America.
How data, automation and open collaboration are
changing organisational structures. In this issue we look at asset management: the concept of using foresight, insight and strategic thinking to avoid disruption or damage to productivity and routine.
Delivering Reliable and Affordable Wind O&M TechnologyWind Energy Update
Delivering technology that will increase reliability and lower costs is fundamental. So we asked 3 technology experts at Broadwind Energy, Romax Technology and Moventas to provide exclusive insight on Delivering Reliable and Affordable Wind O&M Technology
They discuss the effects of the changing O&M market, how they are innovating to drive down costs and which new technologies will change the way we monitor our assets, optimize performance and increase reliability.
The function of management should focus on getting people to work towards and...Saif al-din ali
The function of management should focus on getting people to work towards and achieve organizational goals and objectives. in short, management's primary purpose should be to increase
Similar to The case was written by PhD Fellow Irene Christensen from .docx (17)
The case presented is a philosophy of practice, by Ulf Donner, leade.docxmamanda2
The case presented is a philosophy of practice, by Ulf Donner, leader of the Foundation Home at the psychiatric nursing home in Finland that for 15 years has based its practice on Eriksson’s caritative theory of caring.
Even at an early stage in our serving in caring science, we caregivers recognized ourselves in the caring science theory, which stresses the healing force of love and compassion in the form of tending, playing, and learning in faith, hope, and charity. The caritative culture is made visible with the help of rituals, symbols, and traditions, for instance, with the stone that burns with the light of the Trinity and the daily common time for spiritual reflection. In every meeting with the suffering human being, the attributes of love and charity are striven for, and the day involves discussions of reconciliation, forgiveness, and how we as caregivers can tend by nourishing and cleansing on the level of becoming, being, and doing. In the struggle in love and compassion to reach a fellow human being who, because of suffering, has withdrawn from the communion to find common horizons, the sacrifice of the caregiver is constantly available.
We work with people who often have the feeling that they do not deserve the love they encounter and who, in various ways, try to convince us caregivers of this. We experience patients’ disappointment in their destructive acts, and we constantly have to remember that it may be broken promises that produce such dynamics. Sometimes, it may be difficult to recognize that suffering expressed in this way in an abstract sense seeks an embrace that does not give way but is strong enough to give shelter to this suffering, in a way that makes a becoming movement possible. In recognizing what is bad and what is difficult, horizons in the field of force are expanded, and the possibility of bringing in a ray of light and hope is opened.
As caregivers, we constantly ask ourselves whether the words, the language we use, bring promise, and how we can create linguistic footholds in the void by means of images and symbols. In our effort to nourish and cleanse, that which constitutes the basic movement of tending, we often recognize the importance of teaching the patient to be able to mourn disappointments and affirm the possibilities of forgiveness in the movement of reconciliation.
We also try to bring about the open invitation to the suffering human being to join a communion with the help of myths, legends, and tales concerned with human questions about evil versus good and about eternity and infinity. Reading aloud with common reflective periods often provides us caregivers a possibility of getting closer to patients without getting too close, and opens the door for the suffering the patient bears.
In the act of caring, we strive for openness with regard to the patient’s face and a confirmative attitude that responds to the appeal that we can recognize that the patient directs to us. When we as caregivers re.
The Case of Will Smithers To Exhume or not Exhume, that is the .docxmamanda2
The Case of Will Smithers: To Exhume or not Exhume, that is the Question
A surprising amount of information can be gleaned about an individual just from one’s tissues. In this case, you have been assigned to shadow histopathologist Dr. Jonas Riehm as he attempts to identify the cause of death of 42-year-old Will Smithers. Mr. Smithers’s body was discovered sitting in his car near an alley several miles from his home. There was no obvious cause of death, necessitating an autopsy to determine if the death was from natural causes or foul play. However, due to a clerical error, the decedent’s body was released and interred before a proper autopsy could be performed, and an official cause of death was not established.
Fortunately, several tissue samples were taken before the interment and remain available for examination. Mr. Smithers’s family does not wish to have his body exhumed, so local law enforcement professionals have asked Dr. Riehm to examine the tissue samples in the hopes of determining his cause of death and whether or not an exhumation is needed. The following sections have been taken from the official report that Dr. Riehm sent to the local coroner’s office. You are to report to Dr. Riehm’s office with your anatomy and physiology textbook. He expects students to answer questions related to the work that he does in his histopathology laboratory.
Dr. Riehm enjoys teaching, and has a collection of microscope slides that he uses to introduce students to the fascinating universe of histology. He starts with the following definition: histology is the study of the normal structure of tissues. Although Dr. Riehm is an expert in the study of the diseases and abnormalities of tissues, histopathology, he is a firm believer that you must be able to recognize normal tissue before you can understand diseased tissue. He has set up four microscope stations for students to get familiar with how the microscopes function and to view slides of normal tissues.
Each station has a microscope with a slide of one of the four primary tissue types. (a) Define tissue and organ, and then describe how each fits into the levels of body organization. (b) Describe what you would expect to observe on the epithelial tissue slide. What are the general functions of this tissue? (c) Describe what you would expect to see on the connective tissue slide. What are the general functions of this tissue? (d) Describe what you would expect to see on the muscle tissue slide. What are the general functions of this tissue? (e) Describe what you would expect to observe on the nervous tissue slide. What are the general functions of this tissue?
Satisfied that you are properly introduced to the concepts of normal tissue, Dr. Riehm begins to fill you in on the details of Mr. Smithers’s case, whose tissue samples have coincidentally arrived just in time for your shadowing visit. The first set of slides included an epithelium sample taken from Mr. Smithers’s forehead. The slide w.
The Case of SamSam is a 62-year-old, widowed, African American male..docxmamanda2
The Case of SamSam is a 62-year-old, widowed, African American male. He is unemployed, receives Social Security benefits, and lives on his own in an apartment. Sam has minimal peer relationships, choosing not to socialize with anyone except his daughter, with whom he is very close. Sam raised his daughter as a single father after his wife passed away. Melissa is 28 years old and works as an emergency medical technician (EMT). When Sam was 7years old, he was placed in foster care and has had very limited contact with his extended family. Prior to September 11, 2001, Sam had a steady employment history in food services and retail.He hadno psychiatric history before that time. Sam reportedhis religious background is Catholic, but he is not affiliatedwith a congregation or church. Sam became depressed and psychotic sometimeafter 9/11 and had to be taken to an emergency room. He was hospitalized at that time for several weeks. His mental status exam (MSE)and diagnostic interview showed no history of alcohol or substance abuse issues,and he had no criminal background or current legal issues. Sam was released to outpatient care but was deemed unable to return to work. At that time,he had a diagnosis of major depression with psychotic features; he alsohas a history of high blood pressure and migraines. After several additional multiple psychiatric hospitalizations, he was gradually stabilized. Sam has been seeing a psychiatrist once a month for over a decade for medication management and is currently prescribedDepakote®, Abilify, and Wellbutrin®. Sam has a positive history of medication and treatment compliance. He wastreated by a social worker at an outpatient program for about 2years after his hospitalizations for his psychosis and depression. He gradually stopped attending sessions with the social worker after his symptoms stabilized, and his termination from the outpatient program was deemed appropriate; he continued to see the psychiatrist monthly for medication management.After about 10years of seeing only the psychiatrist, Sam scheduled a meeting with this social worker for increased feelings of depression. These feelings were broughton after his daughter moved out of the apartment they had shared for many years to live with her boyfriend. He reported difficulty adjusting to living alone and said he often feels lonely and anxious. He reported during sessions with his social worker that he speaks to his daughter frequently, and although she only lives 10blocks away, he misses her terribly.Our sessions for the last 3months have focused on his mixed feelings around his daughter’s new life with her boyfriend. He said he is happy that she is happy but misses her very much. I emphasized his strengths and helped him reframe his situation by focusing on the positive changes in her life as well as his own life. Our goals were to help him reduce his symptoms of anxiety and begin searching for new opportunities for socialization outside of his daughter.
.
The Case of Sam Sam is a 62-year-old, widowed, African American ma.docxmamanda2
The Case of Sam Sam is a 62-year-old, widowed, African American male. He is unemployed, receives Social Security benefits, and lives on his own in an apartment. Sam has minimal peer relationships, choosing not to socialize with anyone except his daughter, with whom he is very close. Sam raised his daughter as a single father after his wife passed away. Melissa is 28 years old and works as an emergency medical technician (EMT). When Sam was 7 years old, he was placed in foster care and has had very limited contact with his extended family. Prior to September 11, 2001, Sam had a steady employment history in food services and retail. He had no psychiatric history before that time. Sam reported his religious background is Catholic, but he is not affiliated with a congregation or church. Sam became depressed and psychotic sometime after 9/11 and had to be taken to an emergency room. He was hospitalized at that time for several weeks. His mental status exam (MSE) and diagnostic interview showed no history of alcohol or substance abuse issues, and he had no criminal background or current legal issues. Sam was released to outpatient care but was deemed unable to return to work. At that time, he had a diagnosis of major depression with psychotic features; he also has a history of high blood pressure and migraines. After several additional multiple psychiatric hospitalizations, he was gradually stabilized. Sam has been seeing a psychiatrist once a month for over a decade for medication management and is currently prescribed Depakote®, Abilify, and Wellbutrin®. Sam has a positive history of medication and treatment compliance. He was treated by a social worker at an outpatient program for about 2 years after his hospitalizations for his psychosis and depression. He gradually stopped attending sessions with the social worker after his symptoms stabilized, and his termination from the outpatient program was deemed appropriate; he continued to see the psychiatrist monthly for medication management. After about 10 years of seeing only the psychiatrist, Sam scheduled a meeting with this social worker for increased feelings of depression. These feelings were brought on after his daughter moved out of the apartment they had shared for many years to live with her boyfriend. He reported difficulty adjusting to living alone and said he often feels lonely and anxious. He reported during sessions with his social worker that he speaks to his daughter frequently, and although she only lives 10 blocks away, he misses her terribly. Our sessions for the last 3 months have focused on his mixed feelings around his daughter’s new life with her boyfriend. He said he is happy that she is happy but misses her very much. I emphasized his strengths and helped him reframe his situation by focusing on the positive changes in her life as well as his own life. Our goals were to help him reduce his symptoms of anxiety and begin searching for new opportunities for socialization outsi.
The case of OD in an NGO in IndiaNisha NairIndian Instit.docxmamanda2
The case of OD in an NGO in India
Nisha Nair
Indian Institute of Management Indore, Indore, India, and
Neharika Vohra
Indian Institute of Management Ahmedabad, Ahmedabad, India
Abstract
Purpose – This paper aims to report an organizational development (OD) exercise carried out in a
prominent non-governmental organization (NGO) that works in the area of rights and advocacy in
India.
Design/methodology/approach – The exercise was part of the first author’s graduate program,
which required the application of behavioral science theory to a live organization under the
supervision of her advisor, the second author. The organizational development exercise spread over
four months, involved entering an organization, interacting with key participants and stakeholders of
the organization both formally and informally, diagnosing issues facing the organization and a
mirroring exercise with the management at the end of the intervention to provide feedback.
Findings – Some of the issues and improvement areas that emerged through the exercise are
discussed in the paper. It also offers reflections on some of the key lessons learnt during the process of
intervention, with implications for OD in developmental organizations.
Originality/value – The paper offers insights into OD interventions in the developmental sector,
posing a different set of challenges than conventional organizations, and also because the organization
itself was in a state of flux at the time of the intervention.
Keywords Non-governmental organizations, Business development, Organizational effectiveness,
Labour efficiency, Change management, India
Paper type Case study
Introduction
Organization development (OD) work has largely been carried out in business or for
profit organizations. Bargal and Schmid (1992) refer to the paucity of literature on
consultation done in developmental organizations. OD in nonprofit organizations
provides some unique challenges for the consultant that may not exist in business
organizations (Ramos, 2007; Waysman and Savaya, 1997). Developmental
organizations are thought to differ from for-profit organizations in a number of
ways (Brown and Covey, 1987). Studies have shown that employees in developmental
organizations seek greater autonomy and less organizational control in their work
(Mirvis and Hackett, 1983). Since there is a need for flexibility and local discretion in
the working of developmental organizations, they tend to be more informal and loosely
organized than business organizations ( Joseph, 2000; Lewis, 2003). Another often cited
concern is the existence of high role ambiguity and lack of clarity about roles and
procedures in such organizations (Goldman and Kahnweiler, 2000; McDonald, 1999). In
his study of organizational change in a human service organization, Ramos (2007)
discusses the poor communication across the various units/programs of the nonprofit.
Given that values and ideology play a central role in developmental organizations
(B.
The Case of “Hector”
Case Study 1: Chronic Hepatitis (Cirrhosis of Liver) & Wernicke-Korsakoff Syndrome
I. Case History
Background Information
Hector is a 44 year old, Hispanic male of low socioeconomic status. He lives on the southwest side of Chicago, Illinois in a neighborhood that is heavily populated with people of his ethnic background. Hector lives in a 3 bedroom home that he is currently renting.
Family History/Current Relationships
Hector was born in San Juan, Mexico and was raised in a two parent household, and has four siblings. Hector is the youngest of the four children. He comes from a Catholic background. Hector’s father worked as a carpenter, and his mother was a homemaker. Hector’s father was an alcoholic and was both physically and verbally abusive to the family. Hector lost his father at age 10 due to a physical altercation that took place at a local watering hole, which resulted in a fatal injury. His mother decided to relocate to the United States where she could receive the support of her family. At age 23, Hector met his current wife. Hector lives with his wife Consuela (age 40), and his 3 children Veronica (age 8), Mateo (age 6) and, Alejandro (age 2). Recently, his mother, and two cousins have moved into the home due to medical and financial reasons. Hector indicates that although times are hard, he is very committed to his family and grateful for their ongoing support.
Support Systems
Hector considers his family to be his primary support system. He indicates that they work very hard to be there for one another no matter what the situation. He indicates that he has a few friends but feel that they are not necessarily positive support systems, but can often times provide an outlet to stress.
Education
Hector has not graduated high school, but when time permits, he attends classes at a community agency who is assisting him with prep classes that will enable him to take the G.E.D. However, Hector admits that he is not able to consistently pursue obtaining his G.E.D because earning a living is his priority at this time.
Employment
Hector indicates that he is the primary provider in the home at this time. He indicates that they are able to receive some government assistance (Medicaid, food-stamps, WIC), but the income is supplemented, depending on his ability to obtain work. Hector currently works as a seasonal worker for a construction company. He reports that when he is actually called in to work, he can make decent money. However, there is question as to whether Hector receives his salary “under the table”. Hector does not have reliable transportation. Although he owns a mini-van, he reports that it is in constant need of repair. Hector chooses use public transportation and carpooling as a primary mode of transportation, because his license is suspended due to receiving his second DUI/DWI.
II. Description of Presenting Problem
Hector reports that he knows that he has an issue wi.
The Case of Joe the Jerk1The Case of Joe the Jerk (or,.docxmamanda2
The Case of Joe the Jerk
1
The Case of Joe the Jerk (or, the Very Capable Jerk)
You have been asked to consult with a module manager in a public service center of the Social Security Administration. A module is a group of about forty workers who work together in processing claims for social security coverage (i.e., requests for the beginning of payments, or other services such as changes and information). A module has all the specialists needed to process a claim from beginning to end——claims authorizers, benefits authorizers, file clerks, and typists/word processors. Each module has a module manager (hereafter, MM) and two assistant module managers (AMMs) who lead and manage the team of workers in the module.
The MM, Joan, has a serious concern about one of the AMMs, Joe. Joe is very intelligent, talented, and younger than most AMMs. As far as his knowledge of the work and technical details is concerned, he is extremely promising and has excellent prospects to move up to become MM and then move on up beyond that. Joe, however, is arrogant in his dealings with the workers in the module. He talks down to people and treats them curtly and rudely. He behaves as if he deserves more special treatment and attention than the module members because he is an AMM. On the other hand, Joe also takes some stands and actions that are not necessarily bad or unjustified.
Some incidents:
One of the file clerks arrives late fairly often. Joe has begun to confront her very aggressively, in front of the other members of the module, criticizing her for arriving late. He has initiated disciplinary action against her. Some other members of the module have pointed out to Joe and Joan that the file clerk is a young single mother with a lot of personal problems. Her brother was recently shot to death in a street fight, apparently drug related. Her child is sick a lot and she has problems getting good child care. Joe, however, insists on going forward with the disciplinary action, saying he cannot let a person arrive late regularly without being unfair to those who do arrive on time. Besides, he says, it is essentially illegal for him not to take action. Joan has to decide whether to intervene in the disciplinary action or let it go through.
Joan is concerned about Joe’s effect on motivation and work satisfaction in the module. He speaks very condescendingly to module members who make mistakes, acting as if he is very superior to them and a lot smarter than they are——which is often true, in a sense. Joan was so concerned about growing tensions in the module that she arranged for a weekend retreat, where the group went through some team development exercises with a consultant. Throughout the retreat and the exercises, Joe had a virtual sneer on his face, and he made repeated sarcastic comments about the time the group was wasting on ―touchy-feely nonsense.
The members of the module have group meetings to discuss problems and changes. Joe has gotten up and wal.
The CASE JournalStakeholders and corporate environmental dec.docxmamanda2
The CASE Journal
Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy
Bryan T. Stinchfield
Article information:
To cite this document:
Bryan T. Stinchfield , (2009),"Stakeholders and corporate environmental decision making: The BP Whiting Refinery controversy",
The CASE Journal, Vol. 6 Iss 1 pp. 5 - 18
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http://dx.doi.org/10.1108/TCJ-06-2009-B002
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http://dx.doi.org/10.1108/TCJ-06-2009-B002
Bryan T. Stinchfield
Franklin & Marshall College_______________________________________
INTRODUCTION
During the late summer of 2007, Bob Malone, British Petroleum (BP) America Chairman
and President, was faced with one of the most important decisions of his career – to
expand the Whiting Refinery in northwest Indiana on the banks of Lake Michigan, or to
yield to pressure from the public and not expand operations. Regional and global
consumer demand for gasoline was rising, which helped push prices toward record highs,
and the refinery had an opportunity to expand capacity to help meet that demand.
However, thousands of citizens, a host of environmental groups, and eve.
The Case of Emily P.Emily is a 62-year-old, single, heterosexual.docxmamanda2
The Case of Emily P.Emily is a 62-year-old, single, heterosexual, African American female who seeks treatment for anxiety. She says she is very concerned since she recently has been pulling her hair out,and it has become noticeable on top of her head. She is taking to wearing hats,which she finds acceptable. She worries about many things, which is not new to her,and she finds that scrubbing her home clean is her best therapy to ease her anxiety.Emily reports that germs have been a regular concern of hers since adolescence, when she learned in health classes about the risks of serious diseases including sexual transmittable disease. Emily presented with meticulous grooming, although the knees of her pants were noted as worn. She has arthritis in herspine and knees and uses a walker to help her manage mobility safely. With her physical disabilities it is challenging sometimes to scrub clean the house daily. This worries her shouldshe get a visitor and the house is not in order as she would like it. She is no longer working,so the amount of time it takes her to scrub the house clean doesn’t delay her daily schedule as it used to.Emily receives Social Security income and is not employed. Although the Social Security is acceptable,her living expenses are always a concern to her. She lives alone in a subsidized apartment in the same building as her 72-year-old, unmarried sister,so rent should not increase. Emily and her sister shared an apartment for over 30 years, beginning when each of their marriages dissolved. Emily reported that when her sister began a romantic relationship 5 years ago, Emily began to feel very anxious and started to cry often. Emily moved into an apartment down the hall in the building and began to pull the hair from her head,hiding her hair loss by wearing wigs. This behavior occurred at different times and resulted in scabbing. Emily said she feels better after but does not always notice how much she is pulling. Her sister learned of Emily’s hair pulling after her wig slipped off one evening to reveal bald spots. She set up a schedule over the past few months with her sister to help stop the hair pulling. Sometimes it works and sometimes it doesnot. She is worried that she will be disappointing her sister by not sticking to the schedule to reduce her hair pulling. Her sister encouraged Emily to seek treatment rather than “hiding her ways.” Emily is reliant upon her sister for transportation and for a sense of social and emotional connection. Emily worries about bothering her sister due to her transportation needs,and she worriesthatwithouther sister she would be helpless. She knows she is edgy with her sister often and worries that might be from a lack of good sleep. She agreed to this session even though she is pessimistic about anything working. During our initial visit at our local mental health center, Emily shared that when she was 2 years old her mother died from tuberculosis, and the following year her father, an a.
The Capital Budgeting ProcessConsidering the 2014 article by Bat.docxmamanda2
The Capital Budgeting Process
Considering the 2014 article by Batra and Verma assigned in this unit, "An Empirical Insight Into Different Stages of Capital Budgeting," discuss the following:
Describe the capital budgeting process.
Explain how the capital budgeting process is used in organizations.
Describe the types of projects that are subject to capital budgeting.
Explain why the capital budgeting process is important for the allocation of resources.
.
The C-130 is large and unmaneuverable compared to tactical jets. .docxmamanda2
The C-130 is large and unmaneuverable compared to tactical jets. With a C-130 crew of 7-10 compared to the 1-2 of tactical jets, it would be risky to operate the C-130 exposed to enemy defenses. So although the C-130's readiness would be increased by keeping it airborne for earlier snatch of descending aviators, it wouldn't be wise to hold it airborne near enemy targets. It should be kept in 'safe areas' over Iran or maybe offshore until needed.
But the pronged C-130 is a potential addition to other rescue forces such as helicopters, so the C-130 too is subject to the same kinds of time delays in communication to get it headed to the site of a potential downing. (And remember it has to get there before the surface is reached by the downed aviator.)
How many people could each C-130 theoretically catch mid air? Is it one person rescued per plane? THE TIMING IS TIGHT, SO GETTING A SECOND DESCENDING AVIATOR WOULD BE VERY RARE EVEN IF TECHNICALLY FEASIBLE.
How fast is the C-130 compared to other options like a search and rescue helicopter? MAX SPEED OF A C130 IS 368 MPH, BUT THAT'S GOING 'DOWNHILL. CRUISING SPEED IS UNDER 300 MPH.
If a C-130 didn't reach it's window of time to grab a pilot midair, is it feasible for this type of plane to conduct the rescue on the ground? NOT VIA THE PRONG (WHICH IS INTENDED TO CATCH AN UNFURLED CHUTE). BUT THERE ARE TECHNIQUES SUCH AS FULTON SKYHOOK THAT MIGHT WORK (BUT ARE NOT PART OF YOUR PROBLEM).
What elevation would the tactical aircraft pilots be flying at, and could they lose altitude after getting hit and while still assessing their situations? (Important for determining time constraints.) SMART WEAPONS PERMIT DELIVERY FROM 15,000 FEET OR ABOVE
How would the C-130 locate a pilot upon arriving at the likely downing position? Visually? Some sort of beacon? /Presumably, sighting the pilot, adjusting to compensate for the pilot's descent, and making the grab would all take a good deal of time, especially if the C-130 comes under enemy fire and must conduct evasive maneuvers. VISUALLY/RADIO WITH PILOT IN CHUTE/PERHAPS GPS
IT WOULD BE QUITE RISKY FOR THE PILOT DESCENDING OR AFTER REACHING THE SURFACE, BUT HE/SHE MIGHT USE FLARES TO MAKE SIGHTING BY RESCUE CREWS EASIER. YES, TIME IS OF THE ESSENCE
You mentioned that C-130s are manned by 7-10 people. What is the typical size of a S&R helicopter crew, for comparison? 3-4
A C-130 would probably be an attractive target for Iran's capable air defense systems. How well is the aircraft able to deal with enemy fire? PROBLEMATIC Would it be escorted during S&R? LIKELY, BY JETS Would S&R helicopters be any less vulnerable (presumably not, as they would be descending to make pick-ups)?LESS VULNERABLE DUE SMALLER RADAR SIGNATURE AND DUE GREATER MANEUVERABILITY
.
The California LegislatureDifferences from the U.S. Congress.docxmamanda2
The California Legislature
Differences from the U.S. Congress
Equal Bicameral
• Lower house is the Assembly
• 80 members elected every 2 years
• Each district has about 450,000 constituents (700,000 for the U.S. House of
Representatives)
• Upper house is the Senate
• 40 members serve for 4 years
• Half run each 2 years
• Each district has about 900,000 constituent
• Term limits
• Legislators are limited to a total of 12 years in the legislature
• May serve in one or both houses
• Only about 1/3 of bills become laws
Leadership
• Speaker of the Assembly is much more powerful than the Speaker of
the House:
• Controls committee appointments
• Present Speaker is John Perez (new Speaker will be Toni Atkins)
• President Pro tem in the Senate not as powerful
• Shares power with rules committee
• Became more influential under old term limits rules because Senators could
serve for 8 years (as opposed to the 6 for Assembly)
Other features
• Governor may use the line item veto for an appropriations bill
• State legislature is less visible to voters than Congress (media rarely
covers it)
• State legislature is not involved in judicial appointments
• No filibuster
• Initiative process means that legislature doesn’t have a monopoly on
legislation (for good or ill)
• Seniority plays a much smaller role
Problems
• Term limits
• Never develop sufficient expertise
• Especially a problem for leadership
• Less willing to compromise because they don’t have a long working
relationship with other legislators
• Cedes power to bureaucrats & lobbyists
• Has contributed to a rise in minority representation
• E.g., Latino legislators increased from 6% in 1990 to 23% today
• Gridlock over taxation
• 2/3 vote required for increasing taxes by state legislature (Prop. 13)
• Staff slashed by 40% in 1990 (first term limits initiative)
The bright side
• Term limits have contributed to a rise in minority representation
• E.g., Latino legislators increased from 6% in 1990 to 23% today
• (see NCSL web site for more demographic information)
• No filibuster
• 2/3 requirement for passing state budget removed in 2010
• Districts now drawn by a citizen commission rather than by the
legislature
• Open primary encourages less extremism
gcc
Federalism
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Confederal Government
States act together through a central
government for limited purposes, but
retain ultimate authority and can veto
actions of the central government (53)
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Confederal Government
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GOVERNMENT
STATE
GOVERNMENT
CENTRAL GOVERNMENT
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Unitary Government
The central government has ultimate
authority and may create (and
eliminate) state governments for its
own purposes (53)
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Unitary Government
CENTRAL
GOVERNMENT STATE
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GOVERNMENT
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Federal Government
Ultimate authority is divided between a
central government an.
The Canterbury Tales Prologue1.) What are Chaucer’s views on the c.docxmamanda2
The Canterbury Tales Prologue
1.) What are Chaucer’s views on the church, based on his descriptions of the clergymen (the Monk, the Friar, etc.)? Using at least two examples from the text, answer this question in no less than seven sentences.
2.) Choose one of the characters in the Prologue. Describe the character in your own words. Who are they? What do they believe? Why are they going on this pilgrimage? Make sure your answer is thorough and complete and at least seven sentences in length.
.
The case file is up loaded ,An analysis of the evidence related to t.docxmamanda2
The case file is up loaded ,An analysis of the evidence related to the victim of a crime may provide insight into why this particular individual was the victim of this particular crime. It may also ascertain any information that provides insight into victim selection (specifically chosen, victim of opportunity, etc.) and if the crime was less about the victim and more about circumstances.
In this Open Forum Discussion, you continue your conversation about the course case, focusing on concepts related to the victim.
What are your initial thoughts of the victim that impact your analysis of the offense?
What other things would you like to know about the victim?
As you reviewed the evidence concerning the victim, what other issues are surfacing/presenting?
.
THE CASE FOR MIXED REALITY TO IMPROVEPERFORMANCEStuart W.docxmamanda2
THE CASE FOR MIXED REALITY TO IMPROVE
PERFORMANCE
Stuart W. Volkow Alex C. Howland, PhD
The world of work is rapidly changing. Now, more than ever, the need for continuous workforce training
is needed. While there are many benefits to social and experiential offerings of face-to-face training,
distance learning is typically more practical in today’s society. Unfortunately, current distance-learning
technologies lack the immersion necessary for learning 21st-century skills. Virtual reality and
augmented reality (i.e., mixed realities) can be more effective for training and learning than traditional
flat-screen media.
THE FUTURE OF WORK AND THE
OPPORTUNITY OF MIXED REALITIES TO
IMPROVE PERFORMANCE
Robots, automation, and artificial intelligence are rapidly
changing the face of the American workforce. As more
and more jobs are filled by machines, experts agree that
the education marketplace will need to change to keep up
with the growing and widespread need for worker retrain-
ing (Pew Research Center Internet & Technology, 2017).
While there are benefits to the social and experiential
learning experiences that can be offered in a face-to-face
setting, distance learning is often an affordable and flexible
way to provide that training.
Unfortunately, most eLearning and webinar platforms
only offer participants a passive experience (e.g., watch-
ing videos, listening to a lecture). With corporate edu-
cation, including employee orientation, onboarding, and
skill building, passive learning is the norm, consisting
largely of sitting down and consuming pre-packaged con-
tent in bulk that’s presented formally by an educator
(Hinchcliffe, 2017). Such offerings do not help develop the
vital skills needed in today’s increasingly global and dis-
tributed economy, such as teaming, communication, lead-
ership, and cultural intelligence. They also do not immerse
learners into the context of the learning and provide the
ability for learners to practice in a safe environment. As
a result, many learners develop feelings of isolation, dis-
connectedness, and frustration, often associated with poor
retention rates and low return on investment (Willging &
Johnson, 2009).
Mixed-reality technologies (i.e., virtual reality and aug-
mented reality) provide solutions to these problems by
allowing people to come together in an active simulated
environment that allows them to see and interact with fel-
low participants and the simulated environment, regard-
less of geographic location. Such technologies have the po-
tential to dramatically transform education, training, and
human performance. The aim of this article is to provide
an overview of mixed realities (MR), to discuss theories as-
sociated with how the technologies can provide value for
performance, and to provide specific examples of effective
early-use cases.
Introduction to Mixed Realities
Well told, any story can be immersive. From spoken word
to literature, film, and television, imagination work.
The Career Development of Mexican American Adolescent Women.docxmamanda2
The Career Development of Mexican American Adolescent Women:
A Test of Social Cognitive Career Theory
Lisa Y. Flores
The Ohio State University
Karen M. O’Brien
University of Maryland, College Park
This study tested R. W. Lent, S. D. Brown, and G. Hackett’s (1994) model of career choice with 364
Mexican American adolescent women. Path analyses were run to determine the influence of contextual
and social cognitive variables on career aspiration, career choice prestige, and traditionality. Partial
support for the model was evidenced as nontraditional career self-efficacy, parental support, barriers,
acculturation, and feminist attitudes predicted career choice prestige. Acculturation, feminist attitudes,
and nontraditional career self-efficacy predicted career choice traditionality. Feminist attitudes and
parental support predicted career aspiration. The paths between nontraditional career interests and the 3
outcome variables were not supported. Finally, none of the background contextual variables in this study
predicted nontraditional career self-efficacy. Implications of the results and suggestions for future
research are discussed.
Mexican American women constitute a significant portion of the
American population (U.S. Bureau of the Census, 1996), are
underrepresented at all levels of education (Carter & Wilson, 1993;
Lango, 1995; McNeill et al., 2001; U.S. Bureau of the Census,
1991), and are overrepresented in low-paying occupations tradi-
tionally occupied by women (Arbona, 1989; Arbona & Novy,
1991; Ortiz, 1995). Relatively little empirical research has been
conducted to identify the variables that contribute to the educa-
tional and occupational underachievement of Mexican American
women. Indeed, researchers have noted that the career develop-
ment of Hispanics has received only slight consideration in the
counseling and vocational literature (Arbona, 1990; Fouad, 1995;
Hoyt, 1989; McNeill et al., 2001), and they have questioned the
generalizability of career development theories to Hispanics (Ar-
bona, 1990, 1995; Fitzgerald & Betz, 1994; Hackett, Lent, &
Greenhaus, 1991). The purpose of this study was to investigate the
applicability of a current model of career choice to the experiences
of Mexican American adolescent women and to extend the current
model to incorporate variables that are hypothesized to be salient
to this population.
It is well documented that Hispanics are the least educated when
compared with other major racial/ethnic groups in the United
States and that, among Hispanics, Mexican Americans have the
lowest high school and college completion rates (47% and 6.5%,
respectively; U.S. Bureau of the Census, 1996). Mexican Ameri-
can women are less likely to graduate from college than their male
counterparts (Ortiz, 1995; Tinajero, Gonzalez, & Dick, 1991), and
their representation in higher education decreases significantly at
each successive level (Carter & Wilson, 1993). Moreover, those
Mexican American women who pu.
The budget process for Albany, GA is easy to get access to a sim.docxmamanda2
The budget process for Albany, GA is easy to get access to a simple search was able to get me a lot of information. My untrained eye is unsure how detailed it is, so it could be a lot of fluff. The budget process does seem to be coherent due to the different levels and approvals that the city manager has to go through. The citizens are involved through a public hearing this year was held on June 2nd for the FY 2021. From the search I did, I couldn’t find much commentary that showed that the community disagreed with the process. The process seems very open from the Albany city website. Albany commission leaders and the city manager are very vocal from the local news I see that they are held to task for many of their decisions. I’m not sure is it due to COVID19 but even I tune in the local Facebook open commission meetings now. The impression I get is that the city is more involved and cares more for showing to citizens that they are listening. The citizens from my view are pleased with that response and that difference from when I was in Valdosta I couldn’t even tell u who the major was. It's interesting as someone who has never thought to think how my city spends money to find a lot of resources breaking it down.
Reference
City of Albany. (n.d.). Retrieved September 11, 2020, from
https://www.albanyga.gov/about-us/city-departments/finance-department/budget-document
less
1
.
The bully, the bystander and the victim.There are 3 parts of a b.docxmamanda2
The bully, the bystander and the victim.
There are 3 parts of a bully situation. Look at the latest research surrounding all the parts, what is the motivation behind the bully, bystander and victim and what can be done to help all 3. After doing research you can include your own personal experiences with any of these positions.
.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
The case was written by PhD Fellow Irene Christensen from .docx
1. The case was written by PhD Fellow Irene Christensen from the
Department of Operations Management at Copenhagen Business
School.
The case is intended to be used as a basis for class discussion
rather than to illustrate either the effective or ineffective
handling of a
management situation.
.
The case is developed based on a real company, but the name of
the company is disguised.
SUSTAINABLE INDUSTRIAL
PRODUCTION:
A CASE OF A RECYCLING CENTER CORPORATION
315-051-1
Distributed by The Case Centre North America Rest of the
world
www.thecasecentre.org t +1 781 239 5884 t +44 (0)1234 750903
All rights reserved f +1 781 239 5885 f +44 (0)1234 751125
e [email protected] e [email protected]
case centre
2. This case has been made available as part of the CBS free case
collection www.thecasecentre.org/cbsfreecases
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10. Waste is what is left when we run out of fantasy.
– Anonymous
INTRODUCTION
The snow was piling up quickly on the windshield of Eric’s
Tesla S and he shuddered slightly. He
was stepping into his second year as the CEO of Recycling
Center Corp (RCC). He had been
headhunted by the parent company — Recycle Center (RC) Ltd.
— to take on the CEO role, which
required him to leave his position as COO of a successful
multinational logistics organization. Eric
had an impressive resume: more than 20 years of experience,
numerous previous assignments in
which he worked in the EMENA
1
region and fluency in five languages.
Prior to Eric’s entry into RCC, RC Ltd.’s Board of Directors
had raised serious concerns about the
increasing deficits and had held Frank – the previous CEO –
fully responsible for the company’s poor
performance. In 2013, the Board had consequently replaced him
with Eric under a generous three-
year contract with a two year extension option. Eric was
11. charged with ensuring a strategic turnaround.
Exhibit A – Key financial figures (in thousands USD)
2
FY2014 FY2013 FY2012 FY2011 FY2010
Revenue 284,549 395,695 284,629 374,088 210,320
EBIT -15,119 -9,381 22,032 9,072 -46,551
Financial items -2,281 -3,091 -3,839 -1,902 -6,803
Profits -17,400 -12,472 18,193 7,170 -53,354
According to the company’s announcement, the EBIT decreased
in FY2013 and FY2014 due to lower
earnings from metal recycling sales, which were affected by
severe winter weather. Revenue
increased in FY2013 as a result of the divestment of several
non-core businesses.
1
Europe, the Middle East and North Africa.
2
The financial figures are for the entire organization (RCC) and
include the ownership of numerous assets.
20. RECYCLING CENTRE CORP.
RCC, a publicly traded company in the Scandinavian region,
was established in 1985. Throughout its
history, it was viewed as one of the largest specialists in the
metal-scrap trading and recycling
industry. Since its establishment, the company had been focused
on the environment. This focus
resulted in an ISO 14001 certification, which served as an
acknowledgement of its strategic efforts to
put as little strain on the environment as possible.
The company’s major assets consisted of a heavy-duty shredder
plant with a process capacity of 70
tons per hour (the equivalent of two cars per minute) and an
output of 4000HP (2,150kW).
Given municipal noise regulations, the shredder was allowed to
run 52 weeks a year, five days per
week from 7:00 a.m. until 6:00 p.m. The Operations
Management department estimated that the
shredder’s loading time averaged 55 hours per week at 95% of
its rated speed. Furthermore, the
machine had, on average, a waiting time of 11 hours per week
due to material deficiencies, and
another three hours per week due to breakdowns and other
21. mechanical failures. Moreover, of the final
product, approximately 20% took the form of plastics and other
by-products, which were deemed
waste.
Typically, variable costs in this industry were significantly
higher than fixed costs. For RCC, the fixed
production costs were estimated at USD 16 per ton, including
such elements as utilities, rent and
depreciation. The variable costs were divided into two parts:
employee wages and freight costs,
estimated at USD 27 per ton, and material-procurement costs,
estimated at USD 260 per ton. The
sales department accounted for a selling price of USD 360-370
per ton.
Exhibit B – RCC site layout
3
Furthermore, the company
owned two shear balers with
shear forces of 3.75-6.5 tons
per hour for the small
machine and 14-16 tons per
22. hour for the large machine.
The baling process consisted
of compacting the material
into a log or bale, which
drastically reduced
transportation and storage
costs. The shearing process
chopped materials that were
difficult to compact, such as
metal beams, railway tracks,
pipes and other metal scraps.
An automatic cycle of
compacting and shearing was
used due to the extreme efficiency in processing all scrap.
RCC’s machines were grouped together in
3
Adapted from Slack, N. (2010). Operations management (6th
ed.). Harlow: Financial Times Prentice Hall.
315-051-1
31. the physical connection of the
material’s flow (see Exhibit B). Other assets included a cable-
stripping line, in which various types of
electric cable were stripped and then segregated into different
types of non-ferrous metals. In addition,
the company owned a 1,000sqm yard located in an industrial
area.
PEOPLE MANAGEMENT & LEADERSHIP
Eric was a welcome contrast to Frank. He was known as “Mr.
Nice Boss” and a “booster”, attentive
and inspiring manager and loyal to his company and its values.
Those close to him felt privileged to
come to work and would gladly put in the extra hour.
Eric wasn’t an interloper, but a strategic hire and a reminder of
what happens when a company with
vast network lacked direction. With Eric now in charge, the
company’s performance had significantly
improved but it had still not fully recovered. The entire
workforce consisted of 400 employees, of
whom 80% were skilled and unskilled blue-collar workers with
15-20 years of experience in the
scrap-handling and processing industry. They were compensated
at an average hourly rate of USD 30.
32. The remaining 20% of Eric’s staff were corporate employees
with engineering or managerial/foreman
backgrounds.
The majority of the blue-collar workforce operated in the yard
and the collection centres, focusing on
processing voluminous, bulky and heavy-weight scrap metal.
Many of them served as metal analysts
and/or torch-cutting specialists. In addition to the plant
operators, RCC employed 30 truck drivers,
who handled the logistics services.
In the late 1980s, RC Ltd entered the metal-trading industry
essentially through the acquisition of a
number of smaller scrapyards, resulting in the creation of RCC.
These scrapyards were located in a
way that covered a wide range of customers from
municipalities, to large construction companies to
smaller collection points. They collected bulky waste,
construction and demolition waste, chemical
waste, unwanted electronic/electrical goods, plastic, paper, and
glass.
The day-to-day operations in the scrapyards were handled by a
yard foreman. In most cases, these
foremen were originally employees of the acquired companies.
33. The yards continued business as usual
with the exception of the new chain of command as part of
RCC. The performance-measurement
system was mandated by RCC management and set to evaluate
how much scrap revenue each yard
could generate.
One yard director, Bjarne, was the “employee champion”. He
represented all of the yard foremen and
helped develop plant operator and technical competence training
programs. He was specifically
chosen for this role owing to his loyalty, and his ability to listen
and respond to the yard foremen and
their needs regarding health, safety or training activities. The
yard foremen had been rivals, and this
rivalry was reinforced by the performance measures. Still there
was solace by the time the first
weekend of the month arrived and everyone got together for
beers and BBQ at Bjarne’s backyard.
When in meetings with the corporate directors, Bjarne spoke on
behalf of all the yard foremen and he
never ran out of jokes.
315-051-1
42. RCC used a combination of two structures to efficiently run its
business operations; geographic and
functional organizational structures. Exhibit C represents the
circles illustrating the acquired
scrapyards in their different geographic locations which RCC
now manages. These scrapyards served
as collection centres for the company’s local, inbound
customers. Here, the scrap was assembled
before being shipped to the central shredding facility.
The functional organizational structure divided most of RCC’s
administrative staff into departments
identified by their duties. The corporate function was home to
the office of the CEO, as well as the
finance and HR departments. These functions were responsible
for constructing the corporate strategy
and processes, and for communicating them throughout the
organization. Moreover, the corporate
function was home to logistics and sales activities.
Exhibit C – RCC organizational diagram
It was no secret that RCC’s scrapyards competed fiercely for
the same materials on a continuous
basis. As one yard director commented: “there were very intense
43. discussions. There was an almost
religious passion among the yard foremen as to who was the
first to deliver large quantity material to
the shredding facility”. This internal competition was mandated
by the former senior management;
nonetheless it had been damaging and had oftentimes led to
significant losses. For instance, some
foremen had promised and delivered extra services to some
customers (e.g., new garbage disposals)
free of charge. Eric had with other corporate managers tried to
define “rules of engagement” and
implement new customs and standardized practices in the
scrapyards, but had found it an extremely
challenging task.
315-051-1
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5
BROKERAGE AND TRADING IN THE METAL RECYCLING
INDUSTRY
One Monday morning, Eric found himself walking through the
corridors of the corporate headquarters
with a young journalist from an esteemed business magazine.
He reflected on the history of the metal
brokerage and trading industry, and on RCC’s strategic
positioning:
52. ”Well, let us start with what we know – our main advantage is
that we are a big player, and we
therefore have contracts on our outputs. In that regard, we do
not have any immediate problems with
selling our metal. Industries that are commodity based, such as
ours - the metals recycling industry,
are subject to market-driven pricing volatility that is essentially
outside our control. So assuming you
trade in nonferrous metals, the base price of the material is set
by the value of that particular material
contract as traded on various commodity exchanges, like, the
Chicago Mercantile Exchange
(COMEX), the London Metal Exchange (LME) and the
Shanghai Metal Exchange (SME).”
Metal brokerage and trading activities at RCC covered a broad
range of products, including ferrous
and nonferrous scrap, scrap alternatives, and secondary and
primary metals. Ferrous scrap prices were
determined by supply and demand influenced by the
geographical location of the material. However,
ferrous contracts were recently introduced, and now ferrous
scrap pricing may be influenced by
stakeholders outside of the industry.
The exchange prices for each material were defined by
53. fundamental economic principles resulting in a
rather stable market. Historically materials such as copper, lead
and zinc were traded since 1920’s,
other metals found their grounds along the way; however over
the past 10 years or so, the non-
industry investment communities such as mutual and hedge
funds have shown serious interest in base
metals. As a result some materials -especially copper prices
went from 2% - 3% fluctuations per day
to dramatic swings of 11% - 13,5%. So assuming a copper
inventory of $1,000,000, and the market
indicated a downward fluctuate by 11%; the company would
thereby get an unrealized loss of
$110,000!
Metal theft had over the recent years tarnished the reputation of
metals recycling despite most
businesses in the industry operating legally. New Scrap Metal
regulations enforced by municipal
squad teams for both site-based and mobile scrap metal traders
aimed at limiting these networks for
stolen metal, and enable local authorities to expose criminal
activity and corrupt dealers. Some
companies are however cynical about the extent of funding for
these task force.
54. “The metal recycling industry is highly volatile,” Eric
continued, “and there can be overwhelming
fluctuations in earnings. However, one thing is certain – there is
always a buyer. The final product is
sold at a global price to the highest bidder.” The journalist
wrote vigorously on his notepad.
The challenge in the metal recycling and trading industry had
always been locating reliable material
suppliers, who were known as inbound customers. These were
customers interested in disposing of
their metal scrap while earning the highest margin possible. At
every level of the business, Metal
price eventually is based on an exchange price. At the retail
scrap purchasing level, dealers lock-in
pricing by selling to the yard at a fixed price. The yard sets its
buying prices based on a wholesaler’s
pricing. Likewise, the wholesaler’s price is based on a larger
scrap metal dealer’s or a metal broker’s
pricing, which is based on sales to consumers at prices that are
set against an exchange’s price. The
entire industry from retail buying to the sale of materials is
closely linked, and pricing is consistently
driven by the price of a particular product traded on one of the
exchanges.
55. In addition, the industry was characterized by fierce
competition. In RCC’s case, Eric knew that only
a handful serious competitor of approximately equal size
existed in the region. These competitors
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6
repeatedly outbid RCC when acquiring material, resulting in the
decimation of the winning bidder’s
profit potential. This perceived insidious situation was
magnified by the lack of loyalty among the
contracted logistics providers used by these organizations.
“Our competitors are always on the lookout for the potential to
poach extra scrap. Although that is not
a controversial fact, sometimes pointing it out – to speak the
truth – is controversial,” Eric continued.
There was no doubt in Eric’s mind that sourcing material from
more diverse markets might be a better
alternative.
RCC had outsourced a large portion of its logistics activities to
external trucking companies in order
to focus on its core competencies. These arrangements had often
been inadequate and typically
resulted in a loss to the competitor, solely because the truck
drivers held a dominant position in the
64. upstream segment of the supply chain. The yard foremen had
often reported that this situation was
worsened due to the truck drivers’ recklessness, as well as other
misconduct, leading to serious
injuries on the job. In one case, this behaviour ultimately
resulted in the termination of a contract
between RCC and the client.
With regards to logistics, ensuring that the company met basic
performance objectives was obviously
a complicated matter. However, managing these services was a
crucial part of the overall operations.
This was made particularly evident by the logistics director,
who made the following comment during
a strategy meeting: “We have a lot of transporting to do, as we
are working with enormous quantities.
On average, there are 300-400 tons of metal going through the
shredder every day. Assume a single
truck can carry 15 tons then you can do the math.”
RCC’s own humble trucking fleet carried out the downstream
segment of the value chain,
transporting the scrap within the yards’ premises and
transferring the processed materials to the
shipping ports. Within this globally competitive industry, RCC
supplied environmentally-friendly raw
65. material to over 600 metals manufacturers around the world.
STRATEGY MEETING
Under Eric’s leadership, RCC had been trying to get beyond the
price parameter for over a year. This
was evident in the most recent business update. The transcript
of that meeting includes the following
exchange:
Bjarne (yard director): We have tried our best to secure a
continuous supply of materials for the past
two quarters, but we have not been fully successful. This by no
means indicates that we are sitting on
our “bums” all day long with our arms crossed! The Power
Zerdiator 3000 [the shredder] has been
handling the task with minimal maintenance work needed. That
20-year old machine would put any
new generation shredders to shame! Nevertheless, we need to
source material from somewhere else
than our immediate market (knocks firmly on the table).
Johan (financial director): As Bjarne points out; one of our
biggest concerns is that we have major
material planning challenges. The shredder is running
inefficiently and, given our low profit margin,
66. this is something that we cannot afford. Something serious
needs to be done to either obtain a greater
supply of scrap or to heighten our profit margin on the current
product. I would suggest that we
occasionally acquire large orders of scrap from abroad. This
would result in continuous operation of
the machines during shortages of supply from our immediate
market. For such overseas contracts,
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feasibility is my main concern. We can only be looking at
acquiring HMS
4
1 & 2 scrap, and no less
than 30,000 tons at a rate of USD 260 per ton. Then again, how
often do we need these interventions?
Karsten (operations director): Before we reach that stage, we
need to map our nearest market
suppliers because we do not have an overview of our inbound
customers’ requirements. If we had a
clearer picture of that, then we could come up with some more
precise mapping parameters for each
customer segment. I am fully aware of our company’s
competitive position, but I am very doubtful
that our inbound customers know it.
Eric: I am worried about the fact that we are barely operating at
75. half of our machine’s capacity, and
we need to do something drastic to come close to breakeven by
the end of this year. Our procurement
department has been lobbying numerous municipalities to alter
some of the current regulations.
Therefore, we might be looking at additional types of scrap to
recycle, but would it be enough? I also
agree with you, Karsten: the lack of awareness of our
competitive position is also worrisome. What
can we do to solve this problem?
Karsten: I suggest that we develop a clear map of our cycle for
our next department meeting. We can
then come up with targets, generate alternatives and run a
simulation model on three alternatives to
determine how best to assess our customers’ needs.
Gitte (logistics director): While all of these seem to be very
good ideas, we have to remember that our
main customer relations occur through our logistics-service
providers. As it stands, we do not have
full control of those providers. If our problem framing and
alternatives are to work, we need
alternative arrangements with these guys – agreements that
strengthen our relationships with our
76. customers.
Marie-Louise (newly hired communications manager): If I may
change the focus a bit to an equally
important point – last week, the Ministry of Environment sent
out a call for innovation projects
addressing how to recycle more household waste. The best
project gets an award of USD 1.7 million,
not to mention the priceless benefits of the PR exposure. This
initiative derives from the latest
statistics showing that only 22% of paper, plastic, glass, wood,
metal and organic waste originates
from households. I bet that not many of our country’s citizens
know that a single kilogram of
vegetable waste can be turned into biogas that produces enough
electricity for a light bulb to be lit for
33 hours.
I have put together a short list of potential projects. With your
help, they can be evaluated and we can
submit a proposal to the Ministry of Environment:
1. A pilot program with “nudging” aimed at increasing waste
segregation in large apartment
complexes.
2. An analysis of collection systems in residential areas and
potentials for modifying them.
77. 3. A pilot program for a four-chamber sorting system.
4. Customized industry and municipal-specific waste solutions.
5. E-guidance for public participation in developing waste
solutions, perhaps through an
application.
6. An open forum for cooperation across sectors and interests on
the recycling of household
waste.
4
HMS: heavy melting scrap, 1 & 2 are the two grades of
material specifications within that definition
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DECISION TIME
Eric left the meeting feeling a little more content, as he now had
a better idea of the problems that
RCC was facing. However, the feeling of content was quickly
overtaken by a feeling of uneasiness.
He was certain that the innovation project for the Ministry of
Environment was a great idea for getting
past the price parameter. It might be what was needed to turn
things around. However, the meeting
made it clear that this issue was more comprehensive than he
had expected. He was also subject to a
time constraint, as he had an evaluation meeting with the Board
in a few days. The Board did not care
86. about ideas – it wanted actions backed up by figures. It was now
clear in Eric’s mind that he needed
to develop a strategic and financial analysis for the Board that
addressed these problems.
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94. 20
INDIVIDUAL COURSEWORK ASSIGNMENT
Recycling Centre Corporation
The case describes a commodity processing and trading
company that is facing several challenges as it seeks to turn its
losses into profit. Important themes are touched upon including:
capacity planning and control; inbound versus outbound
customers; incentives and their effects; and operations strategy.
The issues of conversional waste management versus
environmental awareness and recycling are raised in the case
study and should be considered with regard to decisions around
a proposed operations strategy.
A. The case study enables for some quantitative analysis to be
performed with regard to the company’s major asset: the heavy-
duty spreader plant. The information required to perform the
calculations is detailed in the section entitled Recycling Centre
Corp. on page 3 of the case study. You should try to calculate:
· The capacity of the heavy-duty spreader in tons per week*
· The annual revenue currently being generated from this
machine assuming a selling price of $370/Ton
· The annual production costs of the heavy-duty spreader
· The annual profit or loss** from this asset
* You are given the theoretical process capacity in tons per
hour. To calculate the actual capacity achieved, you must take
into account losses from availability, performance and quality.
· Availability takes into account any events that remove
95. production time such as waiting time or breakdowns. Production
hours – (waiting time and breakdowns) gives the net capacity.
· Performance takes into account anything that causes the
machinery to run at less than the maximum possible speed when
it is running. Net capacity – speed losses gives the effective
capacity.
· Quality takes into account any output from the machine that is
unusable such as waste or scrap. Effective capacity – waste
gives the actual capacity
** If the annual costs are greater than the annual revenue, then
divide the difference by the selling price/ton to identify how
many additional tons of raw material are required per annum.
This information will be useful in conjunction with the
qualitative information about the operations side of the business
to enable you to make a fuller analysis of the organisational
situation.
B. Once the quantitative calculations have been performed,
students should use the qualitative information provided in the
case study of Recycling Centre Corporation to:
(1) Analyse the operations management of the conversional
waste management side of the business and identify the
different managerial challenges facing the organization. Issues
to be addressed should include:
· An analysis of operations capacity management
· A financial analysis of operational costs and revenue
· A strategic customer requirements analysis
(2) Assess and compare different possible options for the
strategic direction that the company should take***
96. (3) Argue for what you feel are the most appropriate managerial
actions to take
*** You could consider using the Ansoff Matrix to help
structure your arguments in this regard:
The following webpage gives a useful synopsis of the tool:
https://kfknowledgebank.kaplan.co.uk/business-
strategy/strategic-choice/ansoff%27s-matrix
Written Report
The overall exercise will contribute 70% to the module
assessment. The remaining 30% will be obtained from the three
groupwork assignments worth 10% each.
Marks for Individual Coursework Report
· Quantitative Analysis:
20%
· Analysis of the operations management of the business:
20%
· Assessment of possible strategic direction:
20%
· Argument for what you feel are the most appropriate
managerial actions to take:
10%
70%
It is expected that the written report will not exceed 3,000
words.
All published information that has been used in the preparation
of the written assignment report should be included as an
97. appendix.
It is expected that you will use the Internet for the following:
· To visit web sites of similar organisations to Recycling Centre
Corporation (the case is developed based on a real company but
the name of the company is disguised) to better understand the
industry and the market pressures.
· To visit other relevant sites regarding environmental strategies
· To obtain academic literature from electronic databases to
provide support for your expressed views
The written report should include at least 15 references to
academic literature. All references cited should be included in a
bibliography at the end of the assignment.
The written report is to be submitted via Turnitin by midnight
on the Friday 1st May 2020.